Culture, Values And Attitude

CULTURE,VALUE & ATTITUDE 10 JUL 01

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WHY KNOW ABOUT CVA • ADDS TO OUR KNOWLEDGE • HELPS US UNDERSTAND OURSELVES BETTER • WE LEARN WHAT TO CHANGE IF WE HAVE TO CHANGE • HELPS DEVELOP BETTER UNDERSTANDING OF LIFE AND OTHERS 10 JUL 01

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BELIEFS  YOUR LIFE IS A PERFECT REFLECTIONS OF YOUR BELIEFS  WHEN YOU CHANGE YOUR DEEPEST BELIEFS ABOUT THE WORLD, YOUR LIFE CHANGES ACCORDINGLY  BELIEF IS WHAT MAKES THINGS HAPPEN 10 JUL 01

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BELIEFS  BELIEFS ARE THE LENS TO THE ENVIRONMENT  BELIEFS ARE TRUE-FALSE CONTINUUM WITH A PROBABILITY SCALE  BELIEFS REPRESENT WHAT YOU AGREE WITH AND WHAT YOU USUALLY THINK IS TRUE

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BELIEFS  SOMETHINGS YOU BELIEVE TO BE ABSOLUTELY TRUE.  SOME YOU BELIEVE TO BE PROBABLY TRUE.  SOME YOU ARE NOT SURE ABOUT.  SOME YOU THINK ARE FALSE, PROBABLY OR ABSOLUTELY. 10 JUL 01

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BELIEFS  ALL OF US HAVE A STORY AND WE TEND TO LIVE BY IT  THE STORY BECOMES LIMITING FACTOR  ONLY IF WE CHANGE / REJECT BELIEFS THE STORY CAN CHANGE  BELIEFS DETERMINE QUALITY OF LIFE  BY VERY NATURE THEY CAN BE NOT LOGICAL 10 JUL 01

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VALUES

VALUE •IT IS AN ENDURING BELIEF •THAT A SPECIFIC WAY OF CONDUCT OR END-STATE OF EXISTENCE WHICH IS PERSONALLY OR SOCIALLY PREFERABLE •A CONTINUUM OF RELATIVE IMPORTANCE •VALUE SYSTEM – ENDURING ORG OF BELIEFS 10 JUL 01

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VALUE •VALUE IS A STANDARD •IT GUIDES AND DETERMINES ACTIONS, ATTITUDES TOWARDS OBJECTS / SITUATION •IT LEADS TO JUDGEMENT ABOUT THINGS / PEOPLE

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VALUE • VALUE IS A COGNITION ABOUT THE DESIRABLE – CORRECT WAY TO BEHAVE OR THE CORRECT END-STATE TO STRIVE FOR. • VALUE IS AFFECTIVE – ONE CAN FEEL EMOTIONAL ABOUT IT, FOR OR AGAINST IT. • APPROVE OR DISAPPROVE THOSE WHO EXHIBIT POSITIVE OR NEGATIVE INSTANCES OF IT. • VALUE HAS A BEHAVIOURAL COMPONENT – LEADS TO ACTION WHEN ACTIVATED. 10 JUL 01

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VALUE • TYPES – INSTRUMENTAL – DESIRED MODE OF CONDUCT – HONESTY, COMMITMENT – TERMINAL – DESIRED END STATE – HARMONY, WORLD PEACE, PEACEFUL CO-EXISTENCE OF HUSBAND & WIFE

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VALUE • TYPES – ABSOLUTE – BLACK OR WHITE - NO COMPROMISE – RELATIVE – SHADES OF GRAY – RANK ORDER OF ONE VALUE OVER OTHER

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CHARACTERISTICS OF VALUE • A SINGLE BELIEF • ABSTRACT IDEALS – POSITIVE OR NEGATIVE • IMBIBED EARLY IN LIFE GRADUALLY / CONSCIOUSLY – TAUGHT / LEARNED • ONCE INTERNALISED, IT IS THE STANDARD FOR • • • •

GUIDING ACTIONS OF INDIVIDUALS COMPARISON OF SELF WITH OTHERS MORALLY JUDGING OTHERS JUDGING ACTIONS OF SELF AND 10 JUL 01OTHERS 13

CHARACTERISTICS OF VALUE • • • • • •

KEEPS GETTING REINFORCED HAS FIRM GRIP ON BEHAVIOUR NOT TIED OR SPECIFIC TO ANY OBJECT OR SITUATION ABSOLUTE ALL OR NONE – HONESTY , LOYALTY RELATIVE – CERTAIN SITUATIONS CALL FOR CHOOSING BETWEEN TWO CORE OF CULTURE 10 JUL 01

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SOURCES OF FORMATION OF VALUE AND BELIEF SYSTEM • • • • • • • • •

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SOCIALIZATION CULTURE EDUCATION OBSERVATIONS & PERCEPTIONS MEDIA RELIGION HISTORY LITERATURE FEEDBACK

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CAUSES FOR THE EROSION OF CORE VALUES • • • • • • • • •

PERSONAL VESTED INTEREST SOCIO ECONOMIC CONDITIONS POOR STANDARDS OF WELFARE FAVOURITISM LACK OF FAITH IN THE SYSTEM LACK OF COMMITMENT BY LEADERS CORRUPTION IN SOCIETY MIXED UP LOYALTIES LACK OF RECOGNITION BY SOCIETY

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ATTITUDE  ATTITUDE IS AN ORGANISATION OF SEVERAL BELIEFS AROUND A SPECIFIC OBJECT OR A SITUATION.  UNLIKE A VALUE, ATTITUDE IS NOT A STANDARD.  COMPONENTS ARE • COGNITION- BELIEFS / PERCEPTIONS • EVALUATION – OBJECT QUALITY • BEHAVIOURAL PREDISPOSITION

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FORMATION OF ATTITUDE • DIRECT EXPERIENCE WITH PEOPLE, OBJECTS, SITUATION • ASSOCIATION WITH SIMILAR PEOPLE, OBJECTS, SITUATION • FAMILY, PEER GROUPS, NEIGHBOURHOOD • SOCIO-ECONOMIC STATURE, PROFESSION • MASS COMMUNICATIONS 10 JUL 01

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FUNCTIONS OF ATTITUDE • DETERMINE MEANINGS • RECONCILE CONTRADICTIONS BETWEEN INDIVIDUALS & ORGS • ORGANISE FACTS • SELECT FACTS 10 JUL 01

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STABILISATION OF ATTITUDES FACTORS RESPONSIBLE IN KEEPING IT STABILISED ARE : • RESIST CHANGE – EXPOSE ONLY BRIEFLY TO NEW INFORMATION. • ACTIVELY TEND TO SEEK REINFORCEMENT OF BELIEFS, ATTITUDES AND VALUES. • TEND TO SEEK PEOPLE WITH SAME VIEWS. • INCASE DIFFERING VIEWS ARE TO BE CONFRONTED THEN ONE TENDS TO STOP 10 JUL 01 20 LISTENING TO THEM.

ATTITUDE CHANGE • • • • •

PERSUASION CREDIBILITY ATTRACTIVENESS THE MESSAGE PRESENTATION (ONE CANCER YOU CAN GIVE YOURSELF – HORRIBLE ISN’T IT?) • CONSISTENCY AND RATIONALISATION • COERCIVE PERSUASION (BRAIN WASHING, NEW GPS) • COGNITIVE DISSONANCE 10 JUL 01

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VALUES AND ATTITUDES COMPARED SIMILARITIES • VALUES AND ATTITUDES ARE IMPORTANT VARIABLES INFLUENCING PROCESSES AND BEHAVIOUR. • THEY ARE LEARNED AND ACQUIRED FROM THE SAME SOURCES. • THEY ENDURE AND ARE RESISTANT TO CHANGE. • HAVE RECIPROCAL INFLUENCE AND 10 JUL 01

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VALUES AND ATTITUDES COMPARED DIFFERENCES VALUES • REPRESENT JUDGEMENT ON WHAT OUGHT TO BE • REPRESENT SINGLE BELIEF THAT GUIDES ACTION & JUDGEMENT ACROSS • DERIVED FROM OBJECTS & SITS SOCIAL AND CULTURAL MORES 10 JUL 01

ATTITUDES • REPRESENT PREDISPOSITIONS TO RESPOND • REPRESENT SEVERAL BELIEFS FOCUSSED ON A SPECIAL OBJECT OR SIT • ARE PERSONAL EXPERIENCES 23

CULTURE CULTURE IS LEARNED WAY OF LIVING, TRANSMITTED SOCIALLY FROM ONE PERSON TO ANOTHER THROUGH THE YEARS NOT UNCHANGED, YET WITH A PARTICULAR FUNDAMENTAL PATTERN, WHICH IS IDENTIFIABLE. 10 JUL 01

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CULTURE

THAT COMPLEX WHOLE WHICH INCLUDES ART, KNOWLEDGE, BELIEF, MORALS, LAW & ANY OTHER CAPABILITIES AND HABITS ACQUIRED BY MAN AS A MEMBER OF SOCIETY.

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CULTURE INTERPRETATION • PATTERN OF BELIEFS & BEHAVIOUR LEARNED FROM OTHER MEMBERS OF SOCIETY. • TOTALITY OF LEARNED EXPERIENCE THROUGH SOCIAL INTERACTION. • SOCIALLY LEARNED BEHAVIOUR. • DEFINES ACCEPTED WAYS OF BEHAVIOUR. 10 JUL 01

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FORMATION OF CULTURE • BY CULTURALLY PATTERNED BEHAVIOUR OF PARENTS AND PARENTAL FIGURES TOWARDS CHILD • BY OBSNS OF PATTERNS OF BEHAVIOUR IN SOCIETY

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FORMATION OF CULTURE • BY EDUCATION AND INSTRUCTIONS RECEIVED THROUGH INSTITUTIONS • GEOGRAPHIC INFLUENCES • TRADITION DIRECTED CULTURAL INFLUENCES

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FEATURES OF CULTURE • CHANGES SLOWLY THUS ENSURING STABILITY AND SECURITY OF SOCIETY • USUALLY RESISTS CHANGE • MAY INTERFERE WITH RATIONAL PRODUCTION AND EFFICIENCY 10 JUL 01

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ORGANISATIONAL CULTURE SET OF BELEIFS, VALUES AND ATTITUDES HELD BY A MAJORITY OF MEMBERS OF AN ORGANISATION – OFTEN UNCONSCIOUSLY – LEADING TO NORMS (UNWRITTEN RULES) OF THINKING, FEELING AND BEHAVIOUR.

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ORGANISATIONAL CULTURE • REPRESENTS COMMON PERCEPTION OF MEMBERS OF AN ORGANISATION • IS UNIQUE AND DISTINCT • BINDS MEMBERS WITH RESPECT TO GOVERNING VALUES, ATTITUDES AND GOALS 10 JUL 01

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ORGANISATIONAL CULTURE • TELLS EMPLOYEES HOW TO DO THINGS AND IN WHAT FASHION IN THAT ORG • CONCERNED WITH HOW EMPLOYEES PERCEIVE ASPECTS SUCH AS AUTONOMY, STRUCTURE, REWARDS, CONSIDERATION AND CONFLICT. 10 JUL 01

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ELMENTS OF ORG CULTURE

RI TU AL S 10 JUL 01

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ORGANISATIONAL CULTURE

LUE VA

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ENVIRONMENT

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FIVE ELEMENTS OF ORG CULTURE AN ENVIRONMENT THAT DEFINES WHAT AN ORG MUST DO FOR SUCCESS.

• VALUES WHICH DEFINE ‘SUCCESS’ AND FORM THE HEART OF CULTURE. • HEROS WHO PERSONIFY THE VALUES AND ACT AS TANGIBLE ROLE MODELS FOR SUCCESS. 10 JUL 01

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FIVE ELEMENTS OF ORG CULTURE • RITES AND RITUALS SPELL OUT THE KIND OF BEHAVIOUR EXPECTED. • CULTURAL NETWORK WHICH CARRIES THE VALUES AND HEROIC MYTHOLOGY-ACTS AS LIFE-LINE FOR CULTURE .

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IN A NUT SHELL ATTITUDE TO WORK

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PERSONALITY

OWN ATTITUDE TO LIFE VALUES ATTITUDE TO FRIEND

CULTURE OTHERS 10 JUL 01

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